Question 1

A cross-functional team is a group of managers brought together from different departments to perform organizational tasks.

Accepted Answer

A) True 
 B)False

Question 2

Cultures whose values and norms fail to motivate or inspire employees, lead to stagnation, and often, failure over time, are referred to as:

Accepted Answer

A)  aggressive cultures. 
B)  flexible cultures. 
C)  inert cultures. 
D)  normative cultures. 
E)  adaptive cultures. 
A)  aggressive cultures. 
B)  flexible cultures. 
C)  inert cultures. 
D)  normative cultures. 
E)  adaptive cultures.

Question 3

Organizational culture is shaped by the personal and professional characteristics of people within the organization.

Accepted Answer

A) True 
 B)False

Question 4

The design of the organizational structure does not influence the organizational culture.

Accepted Answer

A) True 
 B)False

Question 5

Discuss the advantages of grouping functions into divisions that focus their efforts on the production and marketing of specific products.

Accepted Answer

Grouping functions into divisions focuse

Question 6

A _____refers to an organizational structure composed of all the departments that an organization requires to produce its goods or services.

Accepted Answer

A)  product structure 
B)  matrix structure 
C)  product team structure 
D)  functional structure 
E)  customer structure 
A)  product structure 
B)  matrix structure 
C)  product team structure 
D)  functional structure 
E)  customer structure

Question 7

What are the advantages and disadvantages of a matrix structure?

Accepted Answer

Advantages: The result of a matrix struc

Question 8

A functional structure becomes more efficient when an organization's task environment is rapidly changing.

Accepted Answer

A) True 
 B)False

Question 9

Organizational values and norms do not have any influence on an employee's decisions and actions.

Accepted Answer

A) True 
 B)False

Question 10

Which of the following cultures develops an emphasis on entrepreneurship and respect for the employee and allows the use of organizational structures that empower employees to make decisions and motivate them to succeed?

Accepted Answer

A)  Aggressive cultures 
B)  Passive cultures 
C)  Adaptive cultures 
D)  Normative cultures 
E)  Inert cultures 
A)  Aggressive cultures 
B)  Passive cultures 
C)  Adaptive cultures 
D)  Normative cultures 
E)  Inert cultures

Question 11

Different strategies need different organizational structures and cultures.

Accepted Answer

A) True 
 B)False

Question 12

A way in which organizations can keep their hierarchy flat is by:

Accepted Answer

A)  decreasing the span of control. 
B)  increasing the number of levels of management. 
C)  decentralizing authority. 
D)  using dual command. 
E)  decreasing autonomy. 
A)  decreasing the span of control. 
B)  increasing the number of levels of management. 
C)  decentralizing authority. 
D)  using dual command. 
E)  decreasing autonomy.

Question 13

_____ is the process by which managers create a specific type of organizational structure and culture.

Accepted Answer

A)  Forward vertical integration 
B)  Tactical planning 
C)  Contingency planning 
D)  Economies of scale 
E)  Organizational design 
A)  Forward vertical integration 
B)  Tactical planning 
C)  Contingency planning 
D)  Economies of scale 
E)  Organizational design

Question 14

In which of the following types of organizational structures are employees referred to as two-boss employees?

Accepted Answer

A)  Product structure 
B)  Matrix structure 
C)  Geographic structure 
D)  Functional structure 
E)  Divisional structure 
A)  Product structure 
B)  Matrix structure 
C)  Geographic structure 
D)  Functional structure 
E)  Divisional structure

Question 15

When managers organize divisions according to the type of customer they market their products to, they adopt a product structure.

Accepted Answer

A) True 
 B)False

Question 16

Increasing the degree of responsibility a worker has over a job is called _____.

Accepted Answer

A)  job enlargement 
B)  job simplification 
C)  job enrichment 
D)  span of control 
E)  task analyzability 
A)  job enlargement 
B)  job simplification 
C)  job enrichment 
D)  span of control 
E)  task analyzability

Question 17

Which of the following is an example of the means by which the degree of responsibility workers have over their jobs can be increased?

Accepted Answer

A)  Encouraging workers to stick to the established method of doing the job 
B)  Allowing workers to monitor and measure their own performance 
C)  Encouraging workers to hone their current skills rather than develop new skills 
D)  Giving workers detailed instructions about how to do their work 
E)  Encouraging workers to turn to their superiors when faced with unexpected situations 
A)  Encouraging workers to stick to the established method of doing the job 
B)  Allowing workers to monitor and measure their own performance 
C)  Encouraging workers to hone their current skills rather than develop new skills 
D)  Giving workers detailed instructions about how to do their work 
E)  Encouraging workers to turn to their superiors when faced with unexpected situations

Question 18

Managers who make design choices that increase job enlargement are likely to increase the degree to which people behave mechanically.

Accepted Answer

A) True 
 B)False

Question 19

The idea behind the concept of job enrichment is:

Accepted Answer

A)  increasing workers' responsibility increases their involvement in their jobs. 
B)  increasing the range of tasks performed by a worker reduces boredom and fatigue. 
C)  increasing the number of tasks performed by a worker reduces the need for additional human resources. 
D)  reducing the number of tasks that each worker performs simplifies their jobs. 
E)  reducing workers' responsibility reduces the work-related stress accompanying their jobs. 
A)  increasing workers' responsibility increases their involvement in their jobs. 
B)  increasing the range of tasks performed by a worker reduces boredom and fatigue. 
C)  increasing the number of tasks performed by a worker reduces the need for additional human resources. 
D)  reducing the number of tasks that each worker performs simplifies their jobs. 
E)  reducing workers' responsibility reduces the work-related stress accompanying their jobs.

Question 20

Which of the following is true about routine technology?

Accepted Answer

A)  It is characterized by high task variety and low task analyzability. 
B)  Problems encountered while using it requires significant nonprogrammed decision making. 
C)  Regulating and controlling an organization that uses it is difficult. 
D)  It is best suited for a company that uses an organic structure. 
E)  Problems encountered while using it do not vary much. 
A)  It is characterized by high task variety and low task analyzability. 
B)  Problems encountered while using it requires significant nonprogrammed decision making. 
C)  Regulating and controlling an organization that uses it is difficult. 
D)  It is best suited for a company that uses an organic structure. 
E)  Problems encountered while using it do not vary much.

A cross-functional team is a group of managers brought together from different departments to perform organizational tasks.

Cultures whose values and norms fail to motivate or inspire employees, lead to stagnation, and often, failure over time, are referred to as:

Organizational culture is shaped by the personal and professional characteristics of people within the organization.

The design of the organizational structure does not influence the organizational culture.

Discuss the advantages of grouping functions into divisions that focus their efforts on the production and marketing of specific products.

A _____refers to an organizational structure composed of all the departments that an organization requires to produce its goods or services.

What are the advantages and disadvantages of a matrix structure?

A functional structure becomes more efficient when an organization's task environment is rapidly changing.

Organizational values and norms do not have any influence on an employee's decisions and actions.

Which of the following cultures develops an emphasis on entrepreneurship and respect for the employee and allows the use of organizational structures that empower employees to make decisions and motivate them to succeed?

Different strategies need different organizational structures and cultures.

A way in which organizations can keep their hierarchy flat is by:

_____ is the process by which managers create a specific type of organizational structure and culture.

In which of the following types of organizational structures are employees referred to as two-boss employees?

When managers organize divisions according to the type of customer they market their products to, they adopt a product structure.

Increasing the degree of responsibility a worker has over a job is called _____.

Which of the following is an example of the means by which the degree of responsibility workers have over their jobs can be increased?

Managers who make design choices that increase job enlargement are likely to increase the degree to which people behave mechanically.

The idea behind the concept of job enrichment is:

Which of the following is true about routine technology?

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters

Exam 10: Managing Organizational Structure and Culture

A cross-functional team is a group of managers brought together from different departments to perform organizational tasks.

Cultures whose values and norms fail to motivate or inspire employees, lead to stagnation, and often, failure over time, are referred to as:

Organizational culture is shaped by the personal and professional characteristics of people within the organization.

The design of the organizational structure does not influence the organizational culture.

Discuss the advantages of grouping functions into divisions that focus their efforts on the production and marketing of specific products.

A _____refers to an organizational structure composed of all the departments that an organization requires to produce its goods or services.

What are the advantages and disadvantages of a matrix structure?

A functional structure becomes more efficient when an organization's task environment is rapidly changing.

Organizational values and norms do not have any influence on an employee's decisions and actions.

Which of the following cultures develops an emphasis on entrepreneurship and respect for the employee and allows the use of organizational structures that empower employees to make decisions and motivate them to succeed?

Different strategies need different organizational structures and cultures.

A way in which organizations can keep their hierarchy flat is by:

_____ is the process by which managers create a specific type of organizational structure and culture.

In which of the following types of organizational structures are employees referred to as two-boss employees?

When managers organize divisions according to the type of customer they market their products to, they adopt a product structure.

Increasing the degree of responsibility a worker has over a job is called _____.

Which of the following is an example of the means by which the degree of responsibility workers have over their jobs can be increased?

Managers who make design choices that increase job enlargement are likely to increase the degree to which people behave mechanically.

The idea behind the concept of job enrichment is:

Which of the following is true about routine technology?

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters